scholarly journals Portfolio generation goes beyond project selection: interdependencies must drive new alternatives creation

2013 ◽  
Vol 20 (1) ◽  
pp. 13-22 ◽  
Author(s):  
Paulo Tromboni de Souza Nascimento
Keyword(s):  
Portfolio Management ◽  
Project Selection ◽  
Project Portfolio ◽  
Management Literature ◽  
Negative Interactions

The portfolio management literature mainstream, the Project Selection Paradigm, regards projects as closed packages ready for choice. However, to generate a portfolio, such packages must be opened to reveal the inside sources of interdependencies among them. Then, the project elements so found may be recombined into new alternatives that better capture the synergies among projects and avoid negative interactions. Thus project selection can be superseded by a Project Portfolio Generation based on a projects' and portfolios' reformulation process.

scholarly journals Project Selection Frameworks and Methodologies for Reducing Risks in Project Portfolio Management

2017 ◽  
pp. 245-263
Author(s):  
Fabio Nonino
Keyword(s):  
Neural Networks ◽  
Portfolio Management ◽  
Success Factors ◽  
Project Selection ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Critical Success ◽  
Innovative Methodology ◽  
Correct Level

Extracting and consolidating knowledge from past projects can help managers in selecting projects with the correct level of riskiness, while market analysis gives directions for reaching the objective of a balanced project portfolio. To this extent, the chapter discusses strategic importance of project selection and the role of risks and uncertainties in project portfolio management and presents some fundamental and innovative frameworks and project selection methodologies for balancing risks. Finally, the chapter proposes a model containing an innovative methodology, based on artificial neural networks, to help managers in balancing project portfolio and assessing projects during the selection phase on the basis of risks, uncertainties and critical success factors.

scholarly journals Project Selection Frameworks and Methodologies for Reducing Risks in Project Portfolio Management

2018 ◽  
pp. 547-566
Author(s):  
Fabio Nonino
Keyword(s):  
Neural Networks ◽  
Portfolio Management ◽  
Success Factors ◽  
Project Selection ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Critical Success ◽  
Innovative Methodology ◽  
Correct Level

Extracting and consolidating knowledge from past projects can help managers in selecting projects with the correct level of riskiness, while market analysis gives directions for reaching the objective of a balanced project portfolio. To this extent, the chapter discusses strategic importance of project selection and the role of risks and uncertainties in project portfolio management and presents some fundamental and innovative frameworks and project selection methodologies for balancing risks. Finally, the chapter proposes a model containing an innovative methodology, based on artificial neural networks, to help managers in balancing project portfolio and assessing projects during the selection phase on the basis of risks, uncertainties and critical success factors.

Managing Oil and Gas Project Value By Prime (Pertamina Investment Management Engine)

2020 ◽  
Author(s):  
F. Febrian
Keyword(s):  
Portfolio Management ◽  
Corporate Strategy ◽  
Oil And Gas ◽  
Investment Strategy ◽  
Project Portfolio ◽  
Action Plans ◽  
Investment Management ◽  
Micro Scale ◽  
Robust Portfolio ◽  
Oil And Gas Companies

Oil and gas companies are facing an enormous challenge to create value from mature fields. Moreover, price volatility presents a massive impact on project uncertainties. Therefore, robust portfolio management is essential for oil and gas companies to manage critical challenges and uncertainties. The objective of this study is to develop a robust portfolio model to assist top management in oil and gas companies to drive investment strategy. PRIME (Pertamina Investment Management Engine) has been built to visualize advanced oil and gas project portfolio management. The engine observes the relationship between risk-and-return as the main framework drivers. The profitability index is endorsed as a parameter to envisage the investment effectiveness of individual projects. Correspondingly, the risk index is a manifestation of multi-variable analysis involving subsurface uncertainty and price. A nine clusters "tactical board" matrix is provided as the outcome of PRIME to define generic strategy & action plans. The PRIME analysis leads to a dual theme of perspective: both macro and micro-scale. The macro-scale discovers a diversification of strategy and scenario development to achieve long-term objectives. Whereas, micro-scale perspective generates a detailed action plan in a particular cluster as a representation of the short and mid-term corporate strategy. Several strategies and action plans have been recommended, including advanced technology implementation, new gas commercialization, additional incentives in the Production Sharing Contract, tax management renegotiation, and project portfolio rebalancing

scholarly journals Using project demand profiling to improve the effectiveness and efficiency of infrastructure projects

2018 ◽  
Vol 38 (6) ◽  
pp. 1422-1442 ◽  
Author(s):  
Janet Godsell ◽  
Donato Masi ◽  
Antonios Karatzas ◽  
Timothy Mark Brady
Keyword(s):  
Portfolio Management ◽  
Infrastructure Projects ◽  
Content Type ◽  
Utility Company ◽  
Efficient Delivery ◽  
Management Literature ◽  
Effectiveness And Efficiency ◽  
Stage 1 ◽  
Demand Profile ◽  
Theoretical Saturation

Purpose The purpose of this paper is to explore the applicability and utility of supply chain (SC) segmentation through demand profiling to improve the effectiveness and efficiency of infrastructure projects by identifying different types of project demand profiles. Design/methodology/approach A three-stage abductive research design was adopted. Stage 1 explored the applicability of SC segmentation, through demand profiling, to the portfolio of infrastructure projects in a utility company. Stage 2 was an iterative process of “theory matching”, to the portfolio, programme and project management literature. In stage 3, theoretical saturation was reached and “theory suggestions” were made through four propositions. Findings Four propositions outline how SC segmentation through project demand profiling could improve the effectiveness and efficiency of infrastructure projects. P1: the ability to recognise the different demand profiles of individual projects, and groups thereof, is a portfolio management necessity. P2: projects that contribute to the strategic upgrade of a capital asset should be considered a potential programme of inter-related repeatable projects whose delivery would benefit from economies of repetition. P3: the greater the ability to identify different demand profiles of individual/groups of projects, the greater the delivery efficiency. P4: economies of repetition developed through efficient delivery of programmes of repeatable projects can foster greater efficiency in the delivery of innovative projects through economies of recombination. Originality/value This work fills a gap in the portfolio management literature, suggesting that the initial screening, selection and prioritisation of project proposals should be expanded to recognise not only the project type, but also each project’s demand profile.

scholarly journals Portfolios of Agile Projects

2018 ◽  
Vol 49 (6) ◽  
pp. 18-38 ◽  
Author(s):  
Roger Sweetman ◽  
Kieran Conboy
Keyword(s):  
Portfolio Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Future Research ◽  
Project Portfolio ◽  
Expert Interviews ◽  
Current Thinking ◽  
Complex Adaptive ◽  
Traditional Approaches ◽  
Project Level

While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a complex adaptive systems lens, focusing specifically on the properties of projects as agents in a complex adaptive portfolio to critically appraise current thinking on portfolio management in an agile context. We then draw on a set of 30 expert interviews to develop 16 complex adaptive systems (CAS)-based propositions as to how portfolios of agile projects can be managed effectively. We also outline an agenda for future research and discuss the differences between a CAS-based approach to portfolio management and traditional approaches.

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